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HR Om11 ch07
HR Om11 ch07
7
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Eleventh Edition
Principles of Operations Management, Ninth Edition
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 7-1
Outline
► Global Company Profile:
Harley-Davidson
► Four Process Strategies
► Selection of Equipment
► Process Analysis and Design
► Special Consideration for Service
Process Design
► Production Technology
► Technology in Services
► Process Redesign
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 7-5
Process Flow Diagram
Frame tube Frame-building Frame Hot-paint
bending work cells machining frame painting
THE ASSEMBLY LINE
TESTING Engines and
Incoming parts transmissions
28 tests
Arrive on a JIT
schedule from a
Air cleaners Oil tank work cell 10-station work
cell in
Milwaukee
Fluids and mufflers Shocks and forks
Changes in
Modules
modest runs, Repetitive
standardized (autos, motorcycles,
modules home appliances)
Harley-Davidson
Changes in
Attributes (such
as grade, quality, Poor Strategy Product Focus
size, thickness, (Both fixed and (commercial baked goods,
etc.) variable costs steel, glass, beer)
long runs only are high) Frito-Lay
© 2014 Pearson Education, Inc. 7-9
Process Strategies
Four basic strategies
1. Process focus
2. Repetitive focus
3. Product focus
4. Mass customization
Within these basic strategies there are
many ways they may be implemented
© 2014 Pearson Education, Inc. 7 - 10
Process Focus
► Facilities are organized around specific
activities or processes
► General purpose equipment and skilled
personnel
► High degree of product flexibility
► Typically high costs and low equipment
utilization
► Product flows may vary considerably
making planning and scheduling a
challenge
© 2014 Pearson Education, Inc. 7 - 11
Process Focus Many inputs
(surgeries, sick patients,
baby deliveries, emergencies)
(low-volume, high-variety,
Many departments and
intermittent processes) many routings
Arnold Palmer Hospital
Few
modules
(modular)
Harley Davidson
(high-volume, low-variety,
continuous process)
Frito-Lay
Many modules
(high-volume, high-variety)
Dell Computer
Figure 7.2(d)
Many output versions
(custom PCs and notebooks)
© 2014 Pearson Education, Inc. 7 - 19
Mass Customization
► Imaginative product design
► Flexible process design
► Tightly controlled inventory
management
► Tight schedules
► Responsive supply-chain partners
PRODUCT MASS
PROCESS FOCUS REPETITIVE FOCUS CUSTOMIZATION
(LOW-VOLUME, FOCUS (HIGH-VOLUME, (HIGH-VOLUME,
HIGH-VARIETY) (MODULAR) LOW-VARIETY) HIGH-VARIETY)
PRODUCT MASS
PROCESS FOCUS REPETITIVE FOCUS CUSTOMIZATION
(LOW-VOLUME, FOCUS (HIGH-VOLUME, (HIGH-VOLUME,
HIGH-VARIETY) (MODULAR) LOW-VARIETY) HIGH-VARIETY)
PRODUCT MASS
PROCESS FOCUS REPETITIVE FOCUS CUSTOMIZATION
(LOW-VOLUME, FOCUS (HIGH-VOLUME, (HIGH-VOLUME,
HIGH-VARIETY) (MODULAR) LOW-VARIETY) HIGH-VARIETY)
PRODUCT MASS
PROCESS FOCUS REPETITIVE FOCUS CUSTOMIZATION
(LOW-VOLUME, FOCUS (HIGH-VOLUME, (HIGH-VOLUME,
HIGH-VARIETY) (MODULAR) LOW-VARIETY) HIGH-VARIETY)
( ) ( )
300,000 + 25 V2 =400,000 + 10 V2
15V2 =100,000
V2 =6,666
► Software B is most economical from 2,857 to
6,666 reports
© 2014 Pearson Education, Inc. 7 - 26
Crossover Charts
Variable
costs
Variable Variable
$ costs $ costs $
Fixed costs Fixed costs
Fixed costs
Low volume, high variety Repetitive High volume, low variety
Process A Process B Process C
ts
co
s s ts
co
sA
s sB
$ ce
es
pro ts
cos
oc
tal ss C
pr
To p r oc e
l
l
ta
Tota
To
400,000
300,000
200,000
Fixed cost Fixed cost Fixed cost
Process A Process B Process C
Figure 7.3
(2,857) V1 V2 (6,666) Volume
© 2014 Pearson Education, Inc. 7 - 27
Focused Processes
► Focus brings efficiency
► Focus on depth of product line
rather than breadth
► Focus can be
► Customers
► Products
► Service
► Technology
► Flowcharts
► Shows the movement of materials
► Harley-Davidson flowchart
► Time-Function Mapping
► Shows flows and time frame
Process
Sales order
Order
Production Wait
control
Product
Order
Plant A Print
Product
WIP
Product
WIP
WIP
Extrude
WIP
Plant B
Process
Sales order
Product
Order
Production
control Wait
Order
WIP
Plant Print Extrude
Product
Warehouse Wait
Product
Transport Move
Figure 7.5
F
Determine Notify Customer pays bill.
specifics. customer (4 min)
Warm greeting (5 min)
and obtain No and recommend
an alternative
F
service request.
(10 sec) provider.
Standard Can F
Level request. (7 min)
service be
#2 (3 min) done and does Notify
Direct customer customer No customer the
to waiting room. approve? car is ready.
(5 min) (3 min)
F F F F
Yes Yes
Perform
Level required work. F Prepare invoice.
#3 (varies) (3 min)
Figure 7.7
© 2014 Pearson Education, Inc. 7 - 41
Special Considerations for
Service Process Design
► Some interaction with customer is
necessary, but this often affects
performance adversely
► The better these interactions are
accommodated in the process design, the
more efficient and effective the process
► Find the right combination of cost and
customer interaction
Digital
Boutiques orthodontics
Retailing
No-frills
airlines
Mass Service
Personalized services
Professional Service
►
Private Traditional
banking orthodontics
Commercial
banking
High General-
Full-service purpose law
stockbroker firms
Digital
Degree of Labor
Boutiques orthodontics
Retailing
Law clinics
Service Factory Service Shop
Limited-service Specialized
stockbroker hospitals
Warehouse and Fast-food
catalog stores Fine-dining
Low restaurants restaurants Hospitals
Airlines
No-frills
airlines
scheduling
Low High
► stockbroker firms
Digital
Degree of Labor
Boutiques orthodontics
Retailing
maintain standards
Law clinics
Service Factory Service Shop
Limited-service Specialized
stockbroker hospitals
Warehouse and Fast-food
catalog stores Fine-dining
Low restaurants restaurants Hospitals
Airlines
No-frills
airlines
Figure 7.9
© 2014 Pearson Education, Inc. 7 - 58
Technology in Services
TABLE 7.4 Examples of Technology’s Impact on Services
SERVICE INDUSTRY EXAMPLE
Financial Services Debit cards, electronic funds transfer, ATMs,
Internet stock trading, on-line banking via cell
phone
Education Electronic bulletin boards, on-line journals,
WebCT, Blackboard, and smart phones
Utilities and government Automated one-man garbage trucks, optical
mail and bomb scanners, flood warning
systems, meters allowing homeowners to
control energy usage and costs
Restaurants and foods Wireless orders from waiters to kitchen, robot
butchering, transponders on cars that track
sales at drive-throughs
Communications Interactive TV, e-books via Kindle